Organizational Buyers as Workers: The Key to Their Behaviour?

Abstract

Examines the behaviour of organizational buyers. Argues that this is largely the result of the intended and unintended consequences of attempts by their organizational seniors to control them. Examines the outcomes of four different types of control practice together with the clues which tend to show which practice is dominant in a particular setting. Makes some tentative suggestions for the marketing strategy and tactics of each of the different control practices. Concludes with a particular plea for sensitiveness to the unintended consequences of control processes, whether due to buyers′ failure to grasp the intentions of their controllers or buyers acting with regard to their own self‐interest.